International Business Machines (IBM) company is a global powerhouse in the provision of the computer-related devices to the clients across the globe. The company, however, does not enjoy the autonomy of operation; instead, it relies on the outsourced services from some of its longtime business partners. While the IBM Corporation is a well known IT service provider, it outsources its professional staffs from different companies. In the recent past, for instance, the IBM Company outsourced more than 1,900 staffs form the Lloyds bank ( Gurung & Prater, 2017) . The deal involved the bank getting the IT services from the company while releasing some of its proven staffs to the IT providers in a deal estimated to be worth 1.3bn pounds.
The outsourcing of staffs by the IBM Company was necessitated by the fact the Company does not run any HR affairs. It lacks a professional department that would do the training and manage the employee welfares and payments ( Alvesson & Sveningsson, 2015) . Therefore, it is more economical for the IBM Company to outsource the already suitable manpower from the already available source to minimize on time wastage in training and certification.
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The cost of outsourcing the massive number of employees from the Lloyd bank was high. The deal was worth 1.3 pounds. This is a huge sum of finance that if well managed would have been invested elsewhere to expand the IBM business abroad ( Gurung & Prater, 2017) . The cost of outsourcing the high number of employees also meant that the company would spend on their well being like accommodation and medication.
If I was the owner of IBM company, I would instead have started an on the job training schedule that would enable it to train a good number of freshly graduated IT, student, to work on their firm on a long-term basis. The trend with which the company keeps evolving its technologies, I would have opted for the creation of a research center where I would run the graduate-trainee program that ensures business continuity and enhancement of the organizational culture on the employees.
References
Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change work in progress . Routledge.
Gurung, A., & Prater, E. (2017). A research framework for the impact of cultural differences on IT outsourcing. In Global Sourcing of Services: Strategies, Issues, and Challenges (pp. 49-82).
